Presentatie Contract Management Debby Michels, 13 maart 2014
FrieslandCampina in een oogopslag
10,3 miljard
euro
omzet
Vestigingen in
28
landen
19.487 leden-melkveehouders zijn de eigenaren van de onderneming
19.946 medewerkers
Export naar meer dan
100
landen
1,0 miljard consumenten
Onze wereldwijde merken
Consumentenproducten
Professionele markt
Ingrediënten
Contract Management
Contract Management
Agenda
Agenda; 1. Reeds bereikt • Achtergrond • Start • Strategisch leveranciers • Management Dashboard • Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe • • • •
verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting
4. Vragen
Contract Management
Agenda
Agenda; 1. Reeds bereikt • Achtergrond • Start • Strategisch leveranciers • Management Dashboard • Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe • • • •
verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting
4. Vragen
Achtergrond Debby Michels
Procurement
2003-2006 Senior Buyer facilities, investments and MRO
ICT
2006-2009 Category group procurement manager ICT
2010-heden Strategic Partnership Manager
Probleemstelling
Na de fusie van Friesland Foods en Campina werden er steeds meer grote outsourcing contracten gesloten: • De werkplekken, scope Europa • Datacenter hosting, scope Europa • Wide Area Network, scope wereldwijd Maar niemand die de contracten managed: • Wel Service level management maar geen contract management • Inkoop niet verantwoordelijk voor up to date houden contracten, en ook niet voor de uitnutting van de contracten
Achtergrond
ICT budget: • ± Euro 100 miljoen per jaar, exclusief business programma’s • 80 % extern besteed • Waarvan 60% bij de 8 strategische leveranciers Aantal ICT leveranciers: • ± 200 leveranciers corporate ICT • ± 600 leveranciers totaal
Start
Bepaal de strategische leveranciers
Bepaal waarop je wilt sturen
Zet dit in een dashboard
Begin met de leverancier waarmee je een solide relatie hebt
Gezamenlijk het dashboard opgezet
Dan verder uitrollen
Capgemini
inhuur
Business appl.
SAP
licentie
Database appl.
Oracle/ Microsoft
licentie
Infrastructure Services
WAN
Verizon
outsourcing
Voice, fixed
Verizon
outsourcing
Werkplekken
Fujitsu
outsourcing
Office & Coll.
Microsoft
licentie
Datacenter
T-Systems
outsourcing
Consulting partner
IBM
Application Services
Appl. services
Summit Program
Strategische leveranciers
inhuur
Management Dashboard Finance
Customer Satisfaction
•
ongoing services
•
customer satisfaction
•
finance disputes
•
service improvement
•
savings
Strategic Intent
Performance
•
governance
•
overall delivery
•
partnership
•
availability
•
strategic alignment
•
incidents
>10% below target agreement 5 - 10% below target agreement on target agreement
Management Dashboard Finance •
ongoing services
•
finance disputes
•
savings
>10% below target agreement 5 - 10% below target agreement on target agreement
Management Dashboard Customer Satisfaction •
customer satisfaction
•
service improvement
>10% below target agreement 5 - 10% below target agreement on target agreement
Management Dashboard
Strategic Intent •
governance
•
partnership
•
strategic alignment
>10% below target agreement 5 - 10% below target agreement on target agreement
Management Dashboard
Performance •
overall delivery
•
availability
•
incidents
>10% below target agreement 5 - 10% below target agreement on target agreement
Management Dashboard Finance
Customer Satisfaction
•
ongoing Services
•
customer satisfaction
•
finance disputes
•
service improvement
•
savings
Strategic Intent
Performance
•
governance
•
overall delivery
•
partnership
•
availability
•
strategic alignment
•
incidents
>10% below target agreement 5 - 10% below target agreement on target agreement
Tijdspad
• Strategic Suppliers • Dashboard • Verizon • Manier van werken
2010
• Dashboard • Fujitsu • IBM • SAP • One size fits all, past niet 2011
• Verder • Dashboard professionaliseren • T-Systems van Contract • Geen dashboard Management voor inhuur en licentie contracten
2012
2013
2014
Contract Management
Agenda
Agenda; 1. Reeds bereikt • Achtergrond • Start • Strategisch leveranciers • Management Dashboard • Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe • • • • •
verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Opleiding Samenvatting
4. Vragen
Management Dashboard February 2012
T-Systems Management Dashboard February 2014 Version 1.0 Tactical Board Meeting – February 20th 2014
Dashboard Overview Finance •
FMO
•
CMO+
•
disputes
Customer Satisfaction •
balanced scorecard results
•
SIP in progress
Strategic Intent
Performance
•
governance
•
overall delivery
•
partnership
•
system availability
•
strategic alignment
•
app migration FMO
>10% below target agreement 5 - 10% below target agreement on target agreement
Performance
Satisfaction
Intent
Finance
Management Summary
FMO: 11 new servers
CMO+: 11 servers moved to FMO
Disputed amount: none
Governance: operational communication actions defined
Partnership: Relevant TS initiatives done/planned to support FC’s strategic goals
Strategic Alignment: Meeting to create business plan and conf. builder delayed
Customer satisfaction: October 29th interview executed
FC: Application migration within plan
TS: All KPI’s are met
TS/FC: 2 Project green, 2 projects yellow
Finance
Financial overview € 900,000.00 € 800,000.00 € 700,000.00 € 600,000.00
€ 400,000.00
Total FMO
€ 300,000.00
Total CMO+
Euro
Intent
€ 500,000.00
Total Friesland Campina
Performance
€ 100,000.00
January
December
November
October
September
August
July
June
May
April
March
February
€‐
January
Satisfaction
€ 200,000.00
Governance Partnership Strategic Alignment
Performance
Satisfaction
Intent
Finance
Goals for Strategic Intent
Shared responsibilities TS and FC: Agreed meetings to take place according to schedule (incl. stakeholders present) Open and fair communication without surprises Follow agreed escalation processes
TS to pro-actively deliver at least 2 areas of improvement in 2014, to support FC in reaching the set ICT strategic goals. Ideas should be proposed in Q3 and Q4 2014, and at least 40% of TS’ ideas should get approved by FC for implementation Team up with FC’s partners SAP, Verizon, Microsoft and Fujitsu to generate joint initiatives supporting FC in cost reduction and/or service improvement
Share strategic intent & roadmaps. Involve each other early in the process of relevant strategic changes Align account plan of T-Systems with FrieslandCampina ICT Strategy, minimal one time a year. Target for 2014 is having agreed account plan by end of March 2014
Performance
Satisfaction
Intent
Finance
Customer Satisfaction
System Availability Finance
Availability Dynamic services 101.00
Target availability Of f ice 95,38%
100.00 99.00
Target availability Full Time, Full Time DR 99,72% Availability Of f ice delivered
%
98.00 97.00
Intent
96.00
Availability Full Time delivered
95.00 94.00 93.00
Satisfaction
Jan Dec Nov Oct Sep Aug July June May Apr Ma Feb Jan
Availability Classic, Landing, local & Diab local services
101
Target availability Of f ice 95,38%
100 99
Target availability Full Time, Full Time DR 99,72%
98
%
Performance
Availability f ull Time DR delivered
97
Availability Of f ice delivered
96 95
Availability Full Time delivered
94 93
Jan Dec Nov Oct Sep Aug July June May Apr Ma Feb Jan
Availability f ull Time DR delivered
Contract Management
Agenda
Agenda; 1. Reeds bereikt • Achtergrond • Start • Strategisch leveranciers • Management Dashboard • Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe • • • •
verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting
4. Vragen
ICT Strategies & Priorities - 2014 VISION: ICT is a strategic partner for our Business Groups and Functions delivering best in class solutions and services, driving distinctive business value.
Fix The Base
WHERE TO PLAY STRATEGIES
Drive Strategic Value
HOW TO WIN STRATEGIES PRIORITIES 2014 Embrace Digital For Competitive Advantage
Digital Sales & Marketing
Build The Strategic Foundation
Transform Internal Value Chain
Transform External Value Chain
Run ICT As A Business
Do The Core Processes Right
Organize For Success
Drive Best In Class ICT Operations
Right Quality
Right Cost
Digital Workplace
Digital Analytics
Doel
Waarom moet ICT contract management verder professionaliseren?
Best in Class ICT operations - Focus op kwaliteit en kosten
• 80% van het ICT budget is extern besteed (80 miljoen Euro) • Minimaal inzicht in de huidige contracten • Geen uniformiteit in aansturing van de leveranciers RESULTAAT
Verlies van geld, kwaliteit en tijd: • Onvolledige uitnutting van de contracten • Geen efficiënte en effectieve processen
Contract Management verder professionaliseren
Doel
Contract Management verder professionaliseren Waarbij we de volgende subdoelen hebben gesteld: 1. Classificeren van leveranciers; Door indeling en kwalificatie van leveranciers, inzicht in het beheren van deze leveranciers, hetgeen resulteert in betere benutting van de contracten en om deze leveranciers in staat te stellen om voortdurend toegevoegd waarde aan FrieslandCampina te leveren 2. Ontwikkelen en implementeren van Contract Management processen 3. Het vastleggen van rollen en verantwoordelijkheden binnen de ICT organisatie inclusief de samenwerking met Procurement, Legal en Finance 4. Opleiden van de medewerkers om de kwaliteit en consistentie van de uitvoering te waarborgen
Contract Management enables “best in class operations”
Huidige situatie
Focus gebieden Contract Management
requirements/ needs
market
contracts
vendor
Control
Service
Expand
Service Level Management
Orientation Internal
External
Contract Management
Gewenste situatie
Focus gebieden Contract Management
requirements/ needs
market
contracts
vendor
Control
Service
Expand
Service Level Management
Orientation Internal
External
Contract Management
Huidige situatie
processen in de organisatie
Sourcing strategy
ICT
Supplier policy
Manage the Contract
Contract administration
Inform supplier Contract establishment & implementation Procurement
Procurement
Manage supplier
Contract monitoring
Gewenste situatie
processen in de organisatie
ICT
Sourcing strategy
Supplier policy
Manage Supplier incl. risk & performance
Contract establishment & implementation
Contract monitoring
Contract Administration
Contract monitoring & management on content & financial
Contract management Inform supplier
Procurement Procurement
Contract monitoring & management on ‐ dealmaking ‐ high impact changes ‐ disputes ‐ legal
Gewenste situatie
high importance to your company
routine – leverage – bottleneck - strategic
Gedifferentieerde leveranciers relaties
captive buyer
strategic / core relation Datacenter Hosting
Milkweb
commercial
captive supplier
Hardware
low low
importance to supplier
high
nuisance – exploitable – development - core
Gewenste situatie
high importance to your company
routine – leverage – bottleneck - strategic
Gedifferentieerde leveranciers relaties
captive buyer
strategic / core relation
• •
Service Level Mgmt Contract Mgmt • Management Dashboard
commercial
captive supplier
• •
Service Level Mgmt Contract Mgmt
• •
Service Level Mgmt Contract Mgmt
low low
importance to supplier
high
nuisance – exploitable – development - core
Legend: • Red, heavy • Orange, normal • Green, light
Contract Management Samenvatting
Contract Management ≠ Vendor Management
Maar kan niet zonder overleven!
Probleemstelling Na de fusie van Friesland Foods en Campina werden er steeds meer grote outsourcing contracten gesloten: Geen contract management • In Europa de werkplekken • In Europa datacenter hosting • Wereldwijd Wide Area Network 60% van de omzet wel gemanaged, oftewel 8 van de 600 leveranciers
Echter zijn dit de bedrijf kritische applicaties/ infrastructuur?
Contract Management
Conclusie 2014-2016
2014-2016 Contract Management verder professionaliseren • Start wederom klein • Klein team • Focus op de meest kritische en strategische leveranciers • Oplossing gericht, met directe resultaten • Daarna verder uitrollen Start small
grow big, together!
Contract Management
Agenda
Agenda; 1. Reeds bereikt • Achtergrond • Start • Strategisch leveranciers • Management Dashboard • Tijdspad 2. De praktijk; T-Systems Management Dashboard 3. Hoe • • • •
verder, volgende stappen ICT Strategie Waarom Contract Management professionaliseren Huidige en gewenste situatie Samenvatting
4. Vragen
